%0 Journal Article %1 arp2012success %A Arp, Frithjof %D 2012 %I Wiley Subscription Services, Inc., A Wiley Company %J Global Business and Organizational Excellence %K myown %N 1 %P 40-50 %R 10.1002/joe.21462 %T For success in a cross-cultural environment, choose foreign executives wisely %U http://dx.doi.org/10.1002/joe.21462 %V 32 %X The increasing globalization of the world economy challenges multinational as well as small and medium-sized local organizations to attract and retain global talent. Academic researchers have lately turned their attention from organizational expatriate assignments to various new types of global careers, including self-initiated expatriation in geographically and culturally distant countries. Among these new global careers, foreign executives in local organizations (FELOs) are a very specific phenomenon. Highly visible and often controversial, FELOs are appointed to help organizations compete with—and even leapfrog–international competitors. Research shows that a dichotomy exists between the initial reason for an FELO appointment and the reasons that actually make a cross-cultural workplace successful in the long term. Local organizations that appoint foreign executives without regard for contextual influences, people management skills, and capacity development do so at their peril.

@article{arp2012success, abstract = {The increasing globalization of the world economy challenges multinational as well as small and medium-sized local organizations to attract and retain global talent. Academic researchers have lately turned their attention from organizational expatriate assignments to various new types of global careers, including self-initiated expatriation in geographically and culturally distant countries. Among these new global careers, foreign executives in local organizations (FELOs) are a very specific phenomenon. Highly visible and often controversial, FELOs are appointed to help organizations compete with—and even leapfrog–international competitors. Research shows that a dichotomy exists between the initial reason for an FELO appointment and the reasons that actually make a cross-cultural workplace successful in the long term. Local organizations that appoint foreign executives without regard for contextual influences, people management skills, and capacity development do so at their peril.}, added-at = {2017-01-16T15:20:42.000+0100}, author = {Arp, Frithjof}, biburl = {https://www.bibsonomy.org/bibtex/243c1dd5178e8f8e3695c8a01cd9c3360/frithjof_arp}, description = {Case study article written to illustrate two of the four types of FELOs found in fieldwork studies. Also see: Arp, F. (2013). Typologies: What types of foreign executives are appointed by local organisations and what types of organisations appoint them? German Journal of Research in Human Resource Management / Zeitschrift für Personalforschung (ZfP), 27(3), 167-194, DOI:10.1688/1862-0000_ZfP_2013_03_Arp}, doi = {10.1002/joe.21462}, interhash = {f57c4106e0b6a326ade08ca3d2f4824b}, intrahash = {43c1dd5178e8f8e3695c8a01cd9c3360}, issn = {1932-2062}, journal = {Global Business and Organizational Excellence}, keywords = {myown}, number = 1, pages = {40-50}, publisher = {Wiley Subscription Services, Inc., A Wiley Company}, timestamp = {2017-01-16T15:20:42.000+0100}, title = {For success in a cross-cultural environment, choose foreign executives wisely}, url = {http://dx.doi.org/10.1002/joe.21462}, volume = 32, year = 2012 }